Learning Programs

Learning and Certification Programs

Wherever you are in your management and law career, you can never afford to stop learning. LGC, and in cooperation with The AACI, provide you with the premier relevant law and anti-corruption learning programs

The AACI’s experts deliver our learning programs. The AACI also issues certificates of attendance and educational achievement for all our learning programs.

Programs

Those charged with governance should have proper and adequate anti-corruption intelligence to prevent and deter corruption and avoid negligence or gross negligence in performing their duties.

The AACI defines anti-corruption intelligence as:
" The minimum, optimum knowledge a decision maker should have to avoid fraud and corruption intelligently. Such knowledge includes the proper blend of due diligence, internal controls, anti-corruption, governance, decision making, process auditing ( from a management perspective and duties) to avoid anti-corruption and fraud. By avoidance, we emphasize the concept of deterrence and prevention. Corruption prevention is less expensive and better than any cure."

Internal control is a pillar of anti-corruption intelligence. Regardless of one's background, a decision maker should master the concept of internal control.

This learning program is not technical oriented: it is designed to support executive management and board members decision-making processes. Over four days of brainstorming sessions, there will be intensive discussions and case analysis of the concept of internal control and its components and principles. The AACI experts will discuss the management delusions of internal control and clarify what internal control cannot do.

By the end of the program, delegates will be able to participate effectively in addressing internal control systems. They will also be able to make well- informed management decisions concerning internal control systems and/or internal control-related choices. Delegates will also be able to avoid the hidden traps and overcome the “bounded awareness” phenomenon in decision-making and decision-making processes. This will enable them to competently and intelligently assess the impacts of daily routine decisions on internal control and those that prevent, deter, or even detect fraud and corruption.

Good governance became a pillar for organizations' sustainability, profitability, innovation, accountability, and growth. Responsible for good governance, the board of directors plays a central role in setting the proper tone at the top and overseeing the effective implementation of it. Though there are amble misconceptions about its meaning, implementation, and evaluation. Regulatory agencies (i.e., central banks, stock exchanges, etc.) started to require implementing specific corporate governance practices.

As The AACI learning programs are designed in structured brainstorming sessions, delegates should expect to engage in discussing the challenges and opportunities of implementing good governance practices. Social norms and values, internal corporate culture, dominance of the board, internal control, corruption prevention strategies and corporate compliance audit are among the concepts the program addresses intensively.

The program aims to equip delegates with the knowledge and skills needed to play an effective role in implementing effective corporate governance code or complying with corporate governance regulator instructions such as those of a central bank or other regulatory agencies.

The board of directors is responsible for establishing and overseeing the implementation of an adequate fraud and corruption prevention policy. Because most organizations in developing countries do not have formal corruption prevention policies, the average annual corruption costs in developing countries amount to 15% of gross revenues. The board cannot afford to expose shareholders value for irreparable damages due to fraud and corruption.

The program discusses in structured brainstorming sessions nature, objectives, design, elements, and effective implementation of an effective fraud and corruption policy. It also integrates fraud and corruption risk assessment and internal control in the design process of the policy.

The program discusses in structured brainstorming sessions nature, objectives, design, elements, and effective implementation of an effective fraud and corruption policy. It also integrates fraud and corruption risk assessment and internal control in the design process of the policy.

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Testimonials

Though there is no one single model for good corporate governance, the rule of law provides the basis for developing and implementing good corporate governance practices. However, good governance and corruption do not coexist. When effective corporate governance prevails, foreign direct investment increases, cost of capital decreases, unemployment decreases, and sustainable development becomes within our reach. LGC and in cooperation with The American Anti-Corruption Institute (AACI) is committed to provide board members and decision makers with quality learning programs to